The Influence of Individual and Team Mindfulness on Work Engagement

Liu, Shengmin; Xin, Huanhuan; Shen, Li; He, Jianjia; Liu, Jingfang

doi:10.3389/fpsyg.2019.02928

Cited by 62 publications

(81 citation statements)

References 42 publications

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“…For example, a recent intervention revealed that employees with more leadermember exchange and a higher need for recovery benefit most from learning strategies for detaching at work (Clauss et al, 2018). Furthermore, organizations can adopt mindfulness training at the team and individual levels to regulate employees' levels of work engagement because its positive influence may be helpful in affecting the curvilinear trend of work engagement (Liu et al, 2020). Doing so in an early stage might have beneficial effects on employees' general health and in managing healthy organizations.…”

Section: Implications For Practicementioning

confidence: 99%

Daily Beneficial Effects of Work-to-Family Facilitation on Employees' Recovery and General Health: Is More Work Engagement Always Better?

2021

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This study of 104 Chilean employees examines the process of WFF—recovery—general health on a daily basis. Drawing on the work–home resources (W-HR) model, we hypothesized that daily work-to-family facilitation and work engagement predict recovery experiences during off-job time in the evening (i.e., detachment from work and relaxation) and subsequent general health at night. Furthermore, we explored whether daily work engagement moderates the relationships between daily work-to-family facilitation and recovery experiences during off-job time in the evening and general health at night. In addition, we expected employees' detachment from work to have a lagged effect on next-day general health at night. Participants completed a survey and a diary booklet over 5 consecutive working days (N = 520 occasions). Multilevel analyses show that, as expected, daily work-to-family facilitation predicted recovery experiences during off-job time in the evening (i.e., detachment from work and relaxation). However, contrary to our expectations, daily work engagement only predicted general health at night. Moreover, as expected, a moderation effect of daily work engagement shows that on days that employees experience low levels of daily work engagement, daily work-to-family facilitation is strongly related to detachment from work and relaxation during off-job time in the evening and to general health at night. Unexpectedly, on days on which employees experienced high levels of daily work engagement, daily work-to-family facilitation was weakly related to these outcomes. Finally, in accordance with our expectations, detachment from work had a lagged effect on next-day general health at night. These findings offer support for the W-HR model and have theoretical and practical implications for research and organizations.

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Section: Implications For Practicementioning

confidence: 99%

Daily Beneficial Effects of Work-to-Family Facilitation on Employees' Recovery and General Health: Is More Work Engagement Always Better?

2021

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“…Employee engagement (EE) denotes that an employee putting all resources into self-concept toward a job role to achieve a high level of performance ( Kahn, 1990 ). The EE is also gradually received the attention of Greater China scholars ( Lan et al, 2020 ; Liu et al, 2020 ; Lyu, 2020 ). In addition, Kahn’s (1990) theory has detected three psychological antecedents that can drive an individual to show EE, and the present research suggests transformational leadership (TL), ethical leadership (EL), and participative leadership (PL) as Kahn’s (1990) three psychological antecedents.…”

Section: Introductionmentioning

confidence: 99%

Transformational Leadership, Ethical Leadership, and Participative Leadership in Predicting Counterproductive Work Behaviors: Evidence From Financial Technology Firms

Huang

Chang

2021

Front. Psychol.

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Counterproductive work behaviors are a crucial issue for practice and academic because it influences employees’ job performance and career development. The present research conceptualizes Kahn’s employee engagement theory and employs transformational leadership, ethical leadership, and participative leadership as its antecedents to predict counterproductive work behaviors through a latent growth model. The present research collected empirical data of 505 employees of fintech businesses in Great China at three waves over 6 months. The findings revealed that as employees perceived higher transformational leadership, ethical leadership, and participative leadership at the first time point, they may demonstrate more positive growths in employee engagement development behavior, which in turn, caused more negative growths in counterproductive work behaviors. The present research stresses a dynamic model of the three leaderships that can alleviate counterproductive work behaviors through the mediating role of employee engagement over time.

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“…Team mindfulness with respect to how a meeting environment is constructed and maintained has evolved to become an important consideration with respect to enhancing personal fulfilment related to work [72] where team mindfulness is defined as a shared belief among team members that their interactions are defined by a non-judgmental awareness and an attention in processing within-team experiences [73]. This is to be done by collectively and regularly attending to the team members experiences and their underlying objectives, tasks, roles and structures in a non-judgmental way [74].…”

Section: Team Mindfulnessmentioning

confidence: 99%

Online Meeting Challenges in a Research Group Resulting from COVID-19 Limitations

Nash¹

2021

Preprint

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The online learning necessitated by COVID-19 social distancing limitations has resulted in the utilization of hybrid online formats focused on maintaining visual contact among learners and teachers. The preferred option of video conferencing for academic meetings has become that of Zoom. The needs of one voluntary, democratic, self-reflective university research group—grounded in responses to writing prompts—differed in learning focus. Demanding a safe space to encourage and record both self-reflection and creative questioning of other participants, the private Facebook group was chosen over video conferencing to maintain the concentration on group members’ written responses rather than how they saw themselves (and thought others saw them) on screen. A narrative research model initiated in 2015, the 2020/21 interaction of the group in the year’s worth of Facebook entries, and the yearend feedback received from group participants, will be compared with previous years when the weekly group met in-person. The results in relation to COVID-19 limitations indicate that an important aspect of self-directed learning related to trust that comes from team mindfulness is lost when face-to-face interaction is eliminated regarding the democratic nature of these meetings. With online meetings the new standard, maintaining trust requires improvements to online virtual meeting spaces.

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The Influence of Individual and Team Mindfulness on Work Engagement

Cited by 62 publications

References 42 publications

Daily Beneficial Effects of Work-to-Family Facilitation on Employees' Recovery and General Health: Is More Work Engagement Always Better?

Daily Beneficial Effects of Work-to-Family Facilitation on Employees' Recovery and General Health: Is More Work Engagement Always Better?

Transformational Leadership, Ethical Leadership, and Participative Leadership in Predicting Counterproductive Work Behaviors: Evidence From Financial Technology Firms

Online Meeting Challenges in a Research Group Resulting from COVID-19 Limitations

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